September 8, 2009

Change ManagementTony Wickham

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Time Description Person(s)

6:00 Introductions All

6:10 Group Business Chuck Tomasi

6:20 Change Management Tony Wickham

7:15 Future topics Chuck Tomasi

7:30 Open discussion/Networking All

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Presented to Fox Cities ManagersSeptember 8, 2009

Tony Wickham

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Process of bringing individuals, teams and organizations from their current state to the point of ownership of the future state and performing at high levels.

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New production processes, procedures and equipmentNew production processes, procedures and equipment

Redefined organizational culture to be more Redefined organizational culture to be more supportive of corporate objectivessupportive of corporate objectives

Complying with new government regulationsComplying with new government regulations

Cost containment programsCost containment programs

Reengineering business processesReengineering business processes

Increased global Increased global expansion and expansion and competitioncompetition

Major Reorganization Major Reorganization PlansPlans

Integrating customer Integrating customer service focus throughout service focus throughout the organizationthe organization

Turmoil associated with mergers, acquisitions, sell-offs, closings, etc.Turmoil associated with mergers, acquisitions, sell-offs, closings, etc.

Building empowerment and employee involvementBuilding empowerment and employee involvement

Establishing new products and marketsEstablishing new products and markets Total quality management processesTotal quality management processes

Information systems as integral parts of Information systems as integral parts of business and production strategiesbusiness and production strategies

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Change Acceleration Process (CAP) Sponsor Alignment Project Team Alignment Organization / Individual Alignment

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Q x A = EQ x A = E

The Challenge: Do It With SpeedThe Challenge: Do It With Speed

EffectivenessEffectiveness

QualityQuality(Technical Strategy)

AcceptanceAcceptance

(Cultural Strategy)

StrategicStrategicInitiativesInitiativesChangeChange

AccelerationAcceleration ProcessProcess

The Change EquationThe Change Equation

CAP is not only useful for:

• Driving culture change

• Changing systems & structures

It has proven useful for:

• Testing the quality of the technical

strategy

• Refining the technical strategy

The A

The Q

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SYSTEMS AND STRUCTURESSYSTEMS AND STRUCTURES

CURRENT STATE TRANSITION STATE IMPROVED STATE

Creating a Shared Need

Shaping a Vision

Mobilizing Commitment

Making Change Last

Monitoring Progress

LEADING CHANGELEADING CHANGE

Change Acceleration Process: A Model for Change

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IdentifyIdentifyKeyKey

BusinessBusinessInitiativesInitiatives

IdentifyIdentifyTeams Teams

& & ProjectProject

Apply Apply CAP approachCAP approach

to projectto project

ContinueContinueOngoingOngoingProjectProjectWorkWork

CompletedCompletedProjectProject

PROJECT SCOPING MEETINGSPROJECT SCOPING MEETINGS

WORKSHOP PREPARATIONWORKSHOP PREPARATION

STRUCTURED Change PROGRAMSTRUCTURED Change PROGRAM

FOLLOW-UP MEETINGSFOLLOW-UP MEETINGS

PROJECT ACTIVITYPROJECT ACTIVITY

Change WorkshopChange Workshop: One Part Of An Ongoing Process…..: One Part Of An Ongoing Process…..

ChangeChange

WORKSHOPWORKSHOP

4-6 WEEKS4-6 WEEKS 2-3 DAYS2-3 DAYS 12 WEEKS +12 WEEKS +

Change Programs Require Strong Commitment & Sponsorship from Top Change Programs Require Strong Commitment & Sponsorship from Top ManagementManagement

Change TimelineChange Timeline

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How to get people to care about what you feel is important

Rules of Thumb1. Find out what is important to the other person

2. Support others in achieving their goals

3. Share what you care about

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Key issues when people are preparing for change:

“What will happen?”“When?”“Why are we doing this?”“How will it affect me?”

People need...People need...» new expectations to anticipate what will happen in the unfamiliar new expectations to anticipate what will happen in the unfamiliar

environment.environment.

» some measure of influence over what will happen to them.some measure of influence over what will happen to them.

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What are the key things the project team will be responsible, needs from the project sponsor?

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Project Team Needs◦ Clear business purpose◦ Clear objective◦ Clear deliverables◦ Resource support◦ Budget◦ Schedule◦ Identify key stakeholders◦ Risks◦ Constraints

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Clarity on elements that clarify the project purpose and boundariesLeadership support

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Meeting the Collective Need

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What are the key things a project team needs to align with and own the project it will be responsible?

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Team Alignment Needs◦ Project Purpose / Mission◦ Project Leader◦ Project Sponsor◦ Business Rationale◦ Key deliverables / Milestones◦ Resources◦ Scope◦ Individual roles on team◦ Success measures

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Represents elements of a Project Scope Contract

Teams That Work

FV-8

LEADERSHIP

RE

LATI

ON

SH

IPS

ME

THO

DS

The Team Must…

FV-9

L

R

M

Clarify expectations

Build support & sponsorship

Keep channels of communication open

Negotiate for resources

Champion team successes

Report progress

Work Together Effectively

Leadership Is united in a commitment to

accomplish a common goal(s). Values and capitalizes on the

unique skills, knowledge, experience and individual differences of each team member.

Has a positive view of change and a process to manage it.

An Optimum Team

FV-6 24

An Optimum Team

Relationships• Has clearly defined norms and ground

rules, which guide the team’s behavior.• Communicates openly in a supportive,

yet candid manner and views conflict as positive and manages it appropriately.

• Recognizes and rewards team and individual accomplishments.

FV-6 25

An Optimum Team

Methods Uses consistent yet flexible

team operating procedures. Recognizes the importance of

thoroughly integrating new team members into the team.

Regularly monitors and evaluates team performance.

FV-6 26

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Meeting the Unmet Need

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What are the key things the Organization needs to align with and own the project it will be responsible?

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Business rational Organization Design / Role changes Change Communication Training / Simulation Input to change – either design or plan

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Project plan implications can be significant

What are the key things Individuals need to align with and own the project they are responsible?

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Business rational Organization Design / Role changes (start,

stop, continue) Change Communication Training / Simulation Input to change – either design or plan Personal Implications of the change (e.g. job

security, role preferences, etc.)

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Impact change readiness and degree of ownership

Fear

Depression

Denial/Doubt

CHANGE INTRODUCED

COMPLIANCECOMPLIANCE

ACCEPTANCACCEPTANCEE

Uncertainty

YOUANNOUNCE

CHANGE

F.U.D.F.U.D.

You

AngerComplaining

Your People

ADJUSTMENTADJUSTMENT

Bargaining

Reframing

Testing

Planning ActionExcitement

CommitmentPride

©Footprints Consulting and Training All rights reserved.

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EXCITEMENT

FOCUS

IMPLEMENTATION

DETERMINATION

GROWTH

Personal Change Model

©Footprints Consulting and Training All rights reserved.

From R.F. Mager’s What Every Manager Should Know About Training, CEP Press

1. Information (expectations)

2. Documentation (manuals)

3. Feedback

4. Job aids (quick references)

5. Workplace design

6. Organizational structure

7. Permission (authority) to perform

8. Consequence Management (rewards & punishments)

9. Training

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MindlessComplianceNeither for nor against thedirection. No Interest or energy.

Commitment ComplianceCommitment Compliance

Total Commitment (Energized)Wants it! Will make it happen! Creates whatever “laws” or structure are needed to ensure success.

Guarded CommitmentSees the benefits. Does everything expectedand more within the “law”

Formal ComplianceSees the benefits of the team’s direction.Does no more than expected.

GrudgingComplianceDoes not see the benefits of the team’s direction. Does what’s expectedbecause he/she has to. Complain often.

Behaviors Met Needs

I Know

I Can

I Care

Clear Vision Compelling Reason

Knowledge Skills Processes Systems

Leaders Demonstrate Commitment

WIIFM

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Leadership Journey Leadership Effectiveness Conflict Resolution Change Management – Team Alignment Change Management – Organization

Alignment Team Performance

www.praxilient.com/training/

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Date Topic

October 13 Effective Mentor Relationships

November 10 Communications – Paul Vidmar

December 8 Non-verbal communications

January 12 DISC – Karen Baker

February 9 Excel – Lookups and Pivot Tables

March 9 Personal productivity (GTD intro)

April 13 Email management

2nd Tuesday of Each Month

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